Columbo Tactics: II

In the workplace, when the more powerful interact with the less powerful, or the much less powerful, they're at risk of overestimating their power. They do have superior organizational power, but they might not have superior intellectual power. Using the tactics of TV detective Lt. Columbo, the less powerful can achieve a kind of parity that enables everyone to perform at their potential.

As described last time, a situation in which the Columbo strategy is helpful occurs when a project manager (Patricia), whose project is struggling, must deal with a committee of senior managers formed into an Emergency Reaction Force (ERF), to help Patricia sort out her troubled project.

Here's Part II of a catalog of tactics based on Columbo's tactics, but also applicable to Patricia's situation. Read Part I first if you haven't.

Gather information on your own

Even though Columbo invested significant effort and attention in questioning his prime suspect, he also conducted other investigations to gather, among other things, relevant information about the suspect's movements and the state of the suspect's knowledge.

For example, if the obstacle is a failure of the departmental IT leads to deliver needed information about the number of desktop computers that need upgrades, Patricia makes certain that she has the latest data each morning, even though the upgrades are incomplete. She also has reports from the upgrade team indicating how many systems had been upgraded the previous night. By comparing her data, day-to-day, with the data from the upgrade team, she can check them consistency.

Bury the critical question in amongst irrelevant questions

As Lt. Columbo knew, some questions are so unusual that they cause the suspect to wonder, "Why did he ask that?" To avoid so alerting the suspect, he would insert such questions in amongst a series of other seemingly innocent or irrelevant questions. He could then get the information he needed without alarming the suspect. This technique helps him achieve the strategic goal of keeping the suspect calm.

Patricia can do Perhaps the most famous of
Columbo's tactics might be
called One-Last-Thingsomething analogous if she needs information from the ERFs. The kind of information most valuable to her is that which reveals what the ERFs know or don't know about the project, or what they believe is the source of the problem. Asking them directly is risky, but a question inserted in amongst questions about how to carry out what they've directed her to do might not be.

Ask one-last-thing when you already know the answer

Perhaps the most famous of Columbo's tactics might be called One-Last-Thing. Just as he was ending an interview of the suspect, he'd halt in mid-stride, scrunch his forehead, point to his right temple, and exclaim, "Oh, I almost forgot." His gestures, timing, and tone all communicate that the question he's about to ask is truly unimportant. But, of course, it later turns out to be the final nail. At the time, though, the suspect doesn't notice how important it is.

Patricia can do something similar. If she's done her homework (see "Gather information on your own" above), she might know something that renders dubious what she has just been directed to do by the ERFs. She has asked a question or two about it, raising some minor issue or other, and the ERFs have reassured her and told her, "Just do it," or something equally condescending. She agrees, and says, "OK, will do." Then, just as the meeting is ending, she says, "Oh, I almost forgot, Chicago told me last night that X" and then asks the question that reveals a basic flaw in the ERFs' plan. By doing so, Patricia helps to establish that her sources of information are quite good, and that she does know something about managing this project.

There are some risks associated with using this tactic. Because of the importance of the non-verbal elements of Columbo's technique, it's difficult to get the level of impact in a phone conference at work that Columbo can achieve in person. And if the ERFs include people familiar with Lt. Columbo and his tactics, they might recognize it. But these two points aside, it's very effective.

In 69 episodes, Lt. Columbo used a wide range of tactics to solve numerous crimes. The six tactics I've described are perhaps the most memorable and adaptable, but certainly there are more. Enjoy your further research. First in this series   Top    Next Issue

Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Scopemonging: When Scope Creep Is Intentional

Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.

How to Create Distrust

A trusting environment is critical to high performance. That's why it's important to recognize behaviors that erode trust in others. Here's a little catalog of methods people use — intentionally or not — to create distrust.

The Deck Chairs of the Titanic: Obvious Waste

Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.

Coercion by Presupposition

Coercion, physical or psychological, has no place in the workplace. Yet we see it and experience it frequently. We can end the use of presupposition as a tool of coercion, but only if we take personal responsibility for ending it.

Meets Expectations

Many performance management systems include ratings such as "meets expectations," "exceeds expectations," and "needs improvement." Many find the "meets" rating demoralizing. Why?

See also Workplace Politics and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

Coming April 1: Incompetence: Traps and Snares

Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.

And on April 8: Intentionally Misreporting Status: I

When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.